4757 Posts Found

There are three truths about revenue growth. It’s imperative. It’s perilous. And it’s possible regardless of your industry or starting point. Our latest research on growth confirms these truths. Ultimately, getting growth right entails making smart choices and investing time and money in them. We unearthed insights from successful growers that can help others choose their optimal growth path. Crucially, our analysis revealed that the … [ Read more ]

Content: Article | Authors: Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, Michael Bogobowicz | Source: Boston Consulting Group (BCG) | Subjects: Best Practices, Management, Strategy

Why do bonuses sometimes backfire? It’s because each incentive design choice both signals information about your own beliefs and intentions as an employer and shapes the signaling value of employee behavior within the organization. If you don’t think through these signals carefully, you may end up approving a bonus scheme with results that are the opposite of what you intend. This article offers a way … [ Read more ]

Content: Article | Authors: Dirk Sliwka, Timo Vogelsang | Source: Harvard Business Review | Subjects: Compensation, Human Resources, Management, Motivation, Organizational Behavior

Agile initiatives have proven highly effective in teaching teams how to build but not nearly as effective in teaching teams what to build.

Content: Quotation | Authors: Allison Bailey, Amanda Luther, Charles Gildehaus, David Allred, Sesh Iyer | Source: Boston Consulting Group (BCG) | Subjects: Innovation, Management

Key findings from Gallup’s major study of companies that have implemented strengths-based management practices.

Content: Article | Authors: Brandon Rigoni, Jim Asplund | Source: Gallup Management Journal | Subjects: Best Practices, Human Resources, Management, Organizational Behavior

For organizations to truly innovate and grow, leaders in every role and at every organizational level must be attuned to how they are creating new value while simultaneously protecting existing value. Just as a soccer coach must simultaneously pursue both scoring and defending, leaders must constantly focus their attention on opportunities to create value — through innovation, risk-taking, and experimentation — and to protect value … [ Read more ]

Content: Article | Authors: David A. Hofmann, John J. Sumanth | Source: Harvard Business Review | Subjects: Innovation, Management, Organizational Behavior

IESE Profs. Anneloes Raes and Mireia Las Heras consider the pros and cons of non-hierarchical companies.

Content: Article | Authors: Anneloes Raes, Mireia Las Heras | Source: IESE Insight | Subjects: Management, Organizational Behavior

Companies fail to choose the candidate with the right talent for the job 82% of the time, Gallup finds.

Content: Article | Authors: Jim Harter, Randall J. Beck | Source: Gallup Management Journal | Subjects: Hiring, Human Resources, Management, Organizational Behavior

Munger’s success was built on a system for decision-making—not a classical investment philosophy, but rather a mental discipline underpinning one. We outline four ideas strategists can learn from Munger to think more clearly in turbulent times.

Content: Article | Author: Martin Reeves | Source: Boston Consulting Group (BCG) | Subjects: Decision Making, Management, Organizational Behavior, Personal Development

The primary focus of a strategic plan is competitiveness. It is designed to respond to change and future opportunities in a way to find advantage. The primary focus of an operational plan is efficiency. Operational plans are designed to roll out strategy via internal department programs developed by, for instance, HR, IT, marketing, and manufacturing.

Content: Quotation | Author: Graham Kenny | Source: Harvard Business Review | Subjects: Management, Operations, Strategy

All organizations have competitors — for customers, for staff, for funds, for resources.

Content: Quotation | Author: Graham Kenny | Source: Harvard Business Review | Subjects: Competitive Intelligence, Management

Too often, business initiatives get mired in bureaucracy, overconfidence, and lack of ownership. Massachusetts Institute of Technology’s Andrew McAfee explores reasons for the dysfunction—and how to fix it.

Content: Thought Leader | Authors: Andrew McAfee, Raju Narisetti | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Organizational Behavior

Four top execs reveal their annual planning secrets from Notion, Stripe, Vanta, Linear, Linktree and more. From addressing AI to adjusting org charts, this COO, CFO, CPO & CRO share insights so startups at any stage can build effective, realistic plans.

Content: Article | Authors: Cristina Cordova, Jiaona Zhang, Rama Katkar, Stevie Case | Source: First Round Review | Subjects: Management, Planning, Strategy

Thinking about failure means going back to root causes. Most often, my failures stem from one of two places: a blind spot that I had or a comfort zone that I was in. I either didn’t see something, or I assumed something that wasn’t the right assumption. And those eventually lead to some form of failure.

It’s good to be constantly aware of your blind spots … [ Read more ]

Content: Quotation | Author: Frank D’Souza | Source: McKinsey Quarterly | Subjects: Management, Personal Development

After OKRs are set, there’s no ritual for reviewing them, so they quickly get out of date. Then employees start resenting them because the effort to actually create the goals was a waste of time — and OKRs slowly die because no one looks at them anymore. Expectations aren’t enough. It’s the ritual that keeps the priorities top of mind and folks focused on what’s … [ Read more ]

Content: Quotation | Author: Kevin Fishner | Source: First Round Review | Subject: Management

BCG conducted in-depth research with 127 companies worldwide regarding their experience with agile. Almost all (94%) had embarked on agile initiatives, and two thirds (66%) claimed successful agile transformations. But when we asked which agile practices they applied and what outcomes they achieved, we found that only about half (53%) could be considered truly agile, realizing their transformation targets and creating lasting change in their … [ Read more ]

Content: Article | Authors: Benjamin Rehberg, Erik Lenhard, Jaap Backx, Michael Grebe, Nicolas Hunke, Nina Kataeva, Valerio Gardelli | Source: Boston Consulting Group (BCG) | Subjects: Best Practices, Management

Product management has experienced at least two significant waves of change in the last couple of decades. The first wave was the shift from on-prem infrastructure to cloud, which allowed product managers to shift from requirement-getters to product visionaries developing minimum viable products.

The second wave was driven by the consumerization of technology, which led PMs to be more anchored in design thinking, make data-driven product … [ Read more ]

Content: Quotation | Author: Martin Harrysson | Source: McKinsey Quarterly | Subjects: Innovation, Management

Private equity (PE) firms have a proven approach to identify areas for revenue growth, value creation, and cost reduction: due diligence. But companies rarely use this same approach in the execution of their own growth strategy. This is a missed opportunity. The same due diligence skills and tools can be found in most large companies, but they are usually siloed in the corporate development team … [ Read more ]

Content: Article | Authors: Hoyoung Pak, Jason McDannold, Yale Kwon | Source: Harvard Business Review | Subjects: Best Practices, Management, Strategy

Performance management systems help people continuously develop—but most companies fall short of best practices. A set of defined design choices can help guide leaders forward.

Content: Article | Authors: Amaia Noguera Lasa, Andrea Pedroni, Asmus Komm, Simon Gallot Lavallée | Source: McKinsey Quarterly | Subjects: Human Resources, Management

We all want possibility, transformation, change, and innovation, but the only way to get to that is through uncertainty. If we want those things, we need to get better at navigating uncertainty as individual leaders, as teams, and as organizations. Organizations need to ask themselves, “Do we have the ability to face uncertainty? What is our uncertainty ability?” I believe uncertainty ability is like a … [ Read more ]

Content: Quotation | Author: Nathan Furr | Source: McKinsey Quarterly | Subjects: Change Management, Innovation, Leadership, Management, Organizational Behavior

Competing on capabilities provides a way for companies to gain the benefits of both focus and diversification. Put another way, a company that focuses on its strategic capabilities can compete in a remarkable diversity of regions, products, and businesses and do it far more coherently than the typical conglomerate can. Such a company is a “capabilities predator”—able to come out of nowhere and move rapidly … [ Read more ]

Content: Quotation | Authors: George Stalk Jr., Lawrence Shulman, Philip Evans | Source: Harvard Business Review | Subjects: Management, Strategy